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Managing CSR in the workplace
An Article from Business Respect, Issue Number 56, dated 18 May 2003
By Mallen Baker
One of the last bastions of resistance to CSR programmes within corporates often seems to be the HR department. Given the significant range of issues owned here, that can be a real disadvantage. What are the corporate social responsibility issues that need to be managed in the workplace?
The relationship between a company and its employees can have a big impact on that other key relationship - that between the company and its customers. After all, whether the customer trusts and values the company is likely to hinge on the impression created by its human face. If the employees are disgruntled or cynical this will lose no time in communicating itself to others who deal with the business.
So the first question comes down to how employees are dealt with, and whether they feel a sense of motivation and pride in

Looking for a more mature definition of post-Enron CSR
An Article from Business Respect, Issue Number 37, dated 25 Aug 2002
By Mallen Baker
In the wake of recent events, one of the most frustrating outcomes has been a certain amount of handwringing on the part of the CSR movement, as well as criticism from elsewhere, based on the presumption that CSR should have been able to highlight Enron and the rest as bad companies.
This presumption follows as a natural consequence of certain myths relating to CSR. These are, in no particular order:
1. That the business case for CSR must discover some elusive but dependable mechanism where "doing the right thing" leads easily and automatically to cash appearing on the bottom line.
2. That CSR and Business Ethics are interchangeable concepts.
3. That a company genuinely committed to CSR will shine out like a beacon in the night, and will be a paragon of best practice in everything they do.

Looking for a more mature definition of post-Enron CSR
An Article from Business Respect, Issue Number 37, dated 25 Aug 2002
By Mallen Baker
In the wake of recent events, one of the most frustrating outcomes has been a certain amount of handwringing on the part of the CSR movement, as well as criticism from elsewhere, based on the presumption that CSR should have been able to highlight Enron and the rest as bad companies.
This presumption follows as a natural consequence of certain myths relating to CSR. These are, in no particular order:
1. That the business case for CSR must discover some elusive but dependable mechanism where "doing the right thing" leads easily and automatically to cash appearing on the bottom line.
2. That CSR and Business Ethics are interchangeable concepts.
3. That a company genuinely committed to CSR will shine out like a beacon in the night, and will be a paragon of best practice in everything they do.
The most high-profile example of such hand-wringing has come from the US journal "Business Ethics", whose editor Marjorie Kelly in the latest issue offered an anguished commentary of guilt over the failure of the CSR movement to prevent or predict recent ethics scandals.

Korea explores the beauty of corporate community investment
An Article from Business Respect, Issue Number 67, dated 30 Nov 2003
By Mallen Baker
Corporate Social Responsibility in South Korea remains predominantly defined by philanthropy. The focus of the International Symposium held by the Beautiful Foundation, the fast emerging leading not-for-profit organisation in Seoul, certainly reinforced this.
There is now some research to try to identify what the top Korean companies are doing. From a survey of 45 large companies, 41 said that they were involved with philanthropic activity to a significant extent. 34 percent of them actually had established a department to manage these community donations although generally of less than three people.

Westpac - A Case Study in Socially Responsible Banking
An Article from Business Respect, Issue Number 49, dated 9 Feb 2003
By Mallen Baker
The Australian banking sector has had an unmitigated hammering from politicians and public opinion alike for their failings in social responsibility. All the more remarkable, then, that the top scoring company in the recent Reputation Index compiled by the Sydney Morning Herald and The Age should have been a bank. Not so surprising when you look into the detail of how Westpac does business.
Westpac was established in 1817 as the Bank of New South Wales, becoming Westpac on merger with the Commercial Bank of Australia in 1982. It employs over 26,000 people and has global assets of $186bn. Its core business operations are retail banking, financial services, finance and institutional banking.